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Michel Brousset - Testimonials -

Michel Brousset

Country Managing Director L’Oréal UK & Ireland at L'Oréal

César's first engagement with L'Oréal UK & Ireland was via a very inspirational keynote speech to our top 100 managers in the company. It was electrifying and the starting point for us of a new journey towards a healthier, more balanced and more mindful organisation.

The feedback was terrific and we had several requests for him to lead mindfulness workshops at the divisional level as well as becoming the most requested personal coach in our company.

Cesar combines real business experience, with a no non-sense approach to wellbeing, managing stress and mindfulness. The teams and individuals that have engaged with him highlight that his approach is not a cookie-cutter recipe but individualised, realistic and practical.

I would strongly recommend Cesar to individuals or organisations that are looking to start in the journey toward wellbeing.

Michel Brousset - Testimonials - LVMH - Testimonials -

Hugues Pietrini

Executive Vice President International Distribution at Louis Vuitton - Moët Hennessy

The are some encounters in life that can change you deeply. I have had the chance to meet César and engage in a coaching experience with a strong focus on meditation. César has made a huge impact on me both professionally and personally. Everyone should meditate and apply his teachings. Thank you César!

Deirdre O'Kennedy - Testimonials - Aer Lingus - Testimonials -

Deirdre O'Kennedy

Health & Safety Advisor at Aer Lingus

César was invited to deliver sessions to our senior management and other members of our staff on how to increase our capacity for professional wellbeing. Based on evidenced-based research, he made a compelling case for the need to invest in developing the physical, mental and emotional wellbeing of our employees in order to increase productivity, safety and performance.

The feedback from these sessions clearly shows that César is a passionate and engaging speaker, who has the ability to inspire his audience to take clear and decisive steps towards a healthier and more fulfilling professional life. He has been invited by senior management to return and continue fostering the human skills of our employees to keep making our company a great place to work.

Most Recent Articles

It is time to start pretending!

It is time to start pretending! -
I’d never thought that I would recommend people to pretend, but today I’ll glorify the art of pretending.
The commute to work has always served as a good mental transition. During this transition from a place of rest and leisure to a full-on work environment, our mind has had the benefit of a commute to create the psychological shift required to properly focus on work.
If you are occasionally working from home, it is important to know that working in bed and/or working in pyjamas doesn’t really set us up psychologically to be at our best. Our brain has a strong power of association, so mixing signals of indulgence (bed/pyjamas) whilst working, creates a sluggish, indecisive, and somewhat careless state of mind.
If you are working from home, after you wake up, pretend that you are going to work. Carry out your morning routine (meditation, exercise, breakfast, shower, etc.) get dressed as if you are going to work and then start your workday. Although your transition from bed to desk will be shorter, pretending that you will leave your home most likely will get you in the right state of mind to achieve your ideal performance state.
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How to Deal with Incompetence

By now, I’m sure you are quite familiar with the psychological phenomenon known as “impostor syndrome”. Also known as the fraud syndrome, this is a condition in which an individual doesn’t integrate their accomplishments and has recurring patterns of fearful thoughts of being exposed as a fraud, despite substantial evidence of their success and competence.

But what if those feelings of incompetence are justified? And in spite of evidence to support this incompetence, what if these low performing people carry an internal illusion of superiority that leads them to assess their cognitive ability as greater than it actually is? In the field of psychology, this cognitive bias is known as the Dunning-Kruger effect, named after two American social psychologists and university professors that co-authored a study in the late ’90s. They found that some people who are evidently bad at certain tasks mistakenly overestimate how good they are. Their lack of self-awareness is such that they simply cannot accurately evaluate their level of competence (or incompetence for that matter).

Before I continue, if you are currently dealing with impostor syndrome and are already panicking, thinking perhaps you are experiencing the Dunning-Kruger effect, please snap out it! As I said, you have to have substantial and concrete evidence that you are consistently underperforming in a given task or tasks AND despite these facts, you are convinced that you are performing above par. The delusion has to be evident.



What if you are managing someone that is showing clear signs of the Dunning-Kruger effect? What can you do to correct the situation? The following tips might come in handy:

1.-Review your recruitment strategy.-Before you get into this pickle, make sure you that there is a clear and undisputed match between the candidate’s strengths and the job in hand. Be extremely rigorous and selective in every stage of the process.

2.-Feedback, feedback, feedback.-Don’t wait until a performance review to inform the other person of their sustained underperformance. It’s not fair to the individual and it is harmful to the company. If you notice sustained incompetence early on, switch them to a different project or department were the person’s strengths will be fully utilised.

3.-Use objective indicators.-The person’s inability to assess their level of competence doesn’t block their basic mathematical capability. Numbers (hit a specific target) and dates (perform a task by a specific date) tell the story loud and clear, so use hard, quantitative metrics to measure performance.

4.-Be compassionately direct.-Feedback will be best received if it is timely, clear and caring.  If the person on the receiving end of the conversation feels that you genuinely care for their development, the probability that you will get the desired outcome will significantly increase.

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Taking Back Control of your Day

An event horizon is a notional boundary around a black hole beyond which nothing can escape, not even light. The gravitational force is so strong that the escape speed exceeds the speed of light. It’s the infamous point of no return. Once inside the black hole, you will reach something called a singularity, which is the place where all the matter in a black hole gets crushed into.

Email inboxes resemble black holes; usually, when you are replying to your 3rd email, you have crossed the event horizon. The gravitational pull of your inbox is so powerful that you inadvertently isolate yourself from anything else. Once inside, rather than getting crushed into tiny bits of matter, you have basically given sizeable chunks of energy and time to other people’s priorities and agendas.

I’ve always felt that the phrase “urgent email” is an oxymoron – there is not such a thing. If I’m going to be late to collect my son from school, I’m not going to send an email – I’ll call the school. If I lock myself out my car, I don’t send an email to my road assistance company – I’ll call them. So if someone sends me an email and then calls me (or texts me) to let me know that the matter is urgent/important, then I will give the email the desired attention.

I’m not trying by any means to downplay the importance of email. Although I have drastically replaced email with other systems of communication (video-calls, text messaging, content sharing applications, etc.), I still believe that email is a critical communication platform. That being said, we should not let that useful tool deplete our energy and govern our time like it generally does.

Using email wisely can single-handedly increase your productivity levels, safeguard your energy and improve your mood noticeably. You will feel less overwhelmed and more in control, allowing you to focus on your priorities and the things that matter most to you.




Schedule time for email review.  Don’t just jump into your inbox every 10 minutes. That is such a productivity killer. Allocate time slots in your diary dedicated to email and stick to the assigned time.

Don’t reply to ALL emails.   Some people feel the need to reply to most emails, even when they are put in cc. You don’t have to. I have some coaching clients that get north of 150 emails every day, so it takes them a great deal of mindful thinking as to where they will invest their energy. 

Be mindful of email recipients.  The best and worse email function is “Reply all”. It is 2019, and I can’t believe how mindless some people are when they click the “reply all” to an email which 99% of the recipients don’t need to receive in the first place. Be mindful as to whom you address your emails to and email karma will be good to you.

Use filters. Nowadays, email clients have gotten really smart. You can filter emails that are sent to you only, forward newsletters directly to a folder without even reaching your inbox, etc. Spend time understanding the mechanics of filters, and you will be amazed at how combinations of filters can help you manage your inbox wisely.

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Promoting Creative Disagreement

How comfortable are you with disagreeing with someone? Would you rather avoid conflicting situations altogether? If you are the type of person that shuns away from quarrels and disputes but at the same time is actively seeking for the next creative breakthrough or profound insights, then you should perhaps reframe your perception of conflict.

Conflict is defined as a “disagreement or argument, incompatibility between two or more opinions, a state of mind in which a person experiences a clash of opposing feelings or needs.” (for now, lets aside belligerent conflict).   It is human nature to seek rewards and avoid threats, so it is no surprise that people that see conflict as a threat will be inclined to refrain from participating in conflicting situations or not take part of them in the first place.

Conflict, if managed and conducted civilly and professionally, can bring the best out of people, allowing exceptional ideas to see the light of day. Brad Bird, a highly coveted animator, director & producer best known for being the creative mastermind behind billion-dollar movie franchises like Toy Story, The Incredibles and Mission Impossible once stated: “The key is to view conflict as essential because that’s how we know the best ideas will be tested and survive. It is management’s job to figure out how to help others see conflict as healthy—as a route to balance, which benefits us all in the long run.”

At NASA, as you can imagine, there is little room and tolerance for errors.  So when it comes to decision making, ideas are stress-tested to their fullest extent.  When it comes to selecting the best ideas, some teams at NASA have been known for promoting healthy conflict. For example, if a team at NASA wants to arrive at the best solution possible, the team is divided into groups.  Each group has then to come up with the best 5 ideas they can think of.  Once each group has come up with their top 5 ideas, they need to debate as to which is the #1 idea. 

Every team has then to present their #1 idea to the other groups and justify their decision with utmost certainty.  As far as the overall decision-making process at NASA goes, the best part comes next. After each group gets a chance to present their top idea, all other groups are asked to give three compelling reasons as to why that “top idea” will drastically fail.  In NASA’s  61 years of existence, this methodology has served them well.

Creating an environment to help people see conflict as healthy is an unending job, one the starts with us with seeing conflict as the path to heightened creativity and potentially exceptional outcomes.




1.-See civil and professional conflict as a tool to promote innovation and creativity. Reframe the concept of conflict not only for yourself but for your team members as well.

2.-Don’t take conflict personally. When ideas are challenged, some people feel threatened or personally attacked. Always remember that it is the idea (and not the person) that is being challenged.

3.-Promote healthy conflict.  When promoting an environment that welcomes conflict as a creative strategy, always make sure that people participate within the confines of the rules of engagement. Even if you have experience operating in conflict-type environments, there is still room for recalibration.

4.-Be aware of the impact of conflict in people.  Some people try to hide how uneasy they feel after a massive argument.  Make sure to coach people to help them deal with conflicting emotions appropriately to avoid any discouragement from continuing debating ideas intensely.

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 César Gamio - Certified Corporate Wellness Specialist -
 César Gamio - Executive Life Coach - EMCC-EIA -
 César Gamio - Chopra Center Certified Instructor -
César Gamio - Certified Corporate Wellness Specialist - CesarGamio.comCésar Gamio - Executive Life Coach - EMCC-EIA -
César Gamio - Chopra Center Certified Instructor -